Performance Management for HR Practitioners - Week 3
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How do you reach an agreement with between a supervisor and an employee? How do do you document and track progress toward performance goals? This presentation focuses on the communication skills required to effectively assist supervisors to engage in better performance management techniques.
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Performance Management for HR Practitioners - Week 3
- 1. Performance Management for HR Practitioners Week 3: Communication, Coaching and Feedback- Part 2 Instructor: Tony John S
- 2. Week 3 Agenda S Logistics, Last Week and S Supervisor / Practitioner Introductions Dialogue - Guide p. 56 S Reaching an Agreement - Guide, p. S HR Practitioner Scenario / Story 50 S Interactive Chat: Are you S Understanding the Employee involved with your project team Perspective - Guide, p. 51 on a daily basis? S Supervisor / Manager S Q&A Responsibilities - Guide, p. 52 S Summary - Guide p. 63 S Demonstrate Daily Involvement - S Week 3 Assignments Guide, p. 53 S Document - Guide, p. 54 S Track Progress - Guide, p. 55
- 3. Logistics S Letâs continue to be interactive: S Submit questions in the chat box - our expert will field them, during and/or at the end S We have a designated time for chat as well S If you have any technical difficulties, use the chat window S Direct it to âBryce Benderâ (not âall participantsâ) S We are recording each session S After the session, you will be able to find a link to the archived version of the webinar on the Week 3 page of the course group on GovLoop S Donât forget your reading, discussion and partner reflection!
- 4. Introductions: Your Host Andrew Krzmarzick GovLoop, Director of Community Engagement
- 5. Introductions: Your Instructor Tony John Picture HERE HR Consultant Office of Personnel Management
- 6. Lesson Objective S At the end of this lesson, you will be able to identify practices that encourage more regular and meaningful communication of supervisors/managers.
- 7. Skills for Supervisors/Managers S Skills that indicate strong communication in the performance management process include: S Coaching S Counseling S Providing Feedback S Active Listening S Providing Instruction S Gathering Information S Reaching an agreement S Understanding the employee perspective
- 8. 7. Reaching an Agreement S Reaching an agreement with an employee should confirm his or her commitment S Agreements should include what will be completed, who will complete it, and a timetable for completion S Agreements lead to consistent expectations between supervisors/managers and employees
- 9. PAUSE
- 10. 8. Understanding the Employee Perspective Common examples of mismanagement of employees: S Employees, regardless their GS level and position, have the same performance standards S Employees who ask for extra feedback are ignored or thought of as incompetent S Employee is not consulted about their performance plan before the performance cycle S Employee is never given feedback on their performance S Employee gets a surprisingly bad end-of-year performance rating
- 11. Supervisor/Manager Responsibilities 1. Demonstrate daily involvement in employee performance 2. Document all performance-related communications and observations 3. Track progress as it relates to employee goals 4. Maintain an open dialogue with the HR Practitioner
- 12. 1. Demonstrate Daily Involvement S Coaching S Reviewing work Help them to make strategic decisions S Providing guidance with their time to be involved enough to S Listening make sure organizational goals S Motivating are met.
- 13. 2. Document S Generally there are three required If you ever have a performance-related meetings in a poor performing year employee you must have S Documentation allows supervisors and documentation managers to keep track of everything to justify any between those meetings action. S Good documentation supports the final performance review
- 14. 3. Track Progress S Be aware of how the performance plan is progressing throughout the cycle S Ensure that there will be no surprises at the end of the year S Use informal feedback sessions to make minor adjustments S Conduct a formal review during the cycle
- 15. 4. Supervisor/Practitioner Dialogue S Realize you are a resource for supervisors/managers S Supervisors/managers should seek your guidance with performance issues S Supervisors/managers should notify you when there is a potential performance problem S If they donât seek you, seek them
- 16. Letâs hear from you! Poll: What do you think is the most common performance management communication problem within your organization?
- 17. Letâs hear from you! Poll Follow-up Questions: How might you use the principles you have learned so far to implement a change? How would you build a âbusiness caseâ that might persuade your supervisor to make a change?
- 18. Scenario / Story S One supervisorâs (letâs call her Kelly) employees flood your inbox with messages that they all received poor performance ratings. They are all surprised by the ratings. How would you proceed? What sort of advice might you share with Kelly? What principles from this training would you apply the Kellyâs situation?
- 19. Interactive Chat: One Step Towards Better Service S How do you currently support the supervisors within your stewardship? S What one thing are you going to do differently from now on based on thoughts have you had today, from the presentation directly or not? S If you had to pick one guiding principle for your support of supervisors in their performance management duties, what would it be?
- 20. Interactive Chat: Daily? My thoughts: S Truly partner with supervisors. S Performance management is all about accomplishing what your agency cares about. S Just as good supervisors communicate well and partner with their employees, effective HR practitioners support managers in the same way.
- 21. Questions? Ask the expert! Submit your questions in the chat window. S
- 22. Key Points (1 of 2) S Communication plays a vital role in ensuring the success of the performance management process S Despite there being only a handful of formal communications throughout the year, supervisors/managers have plenty of opportunities to offer informal coaching or feedback S Messages between sender and receiver cannot be transmitted with 100% accuracy
- 23. Key Points (2 of 2) S Informal coaching and feedback sessions provide the supervisor/manager with an opportunity to modify poor work habits and encourage positive work habits S Good communication skills will lower the chance that a message is misunderstood S Supervisors/managers need to be able to integrate their employeeâs point of view into their decisions
- 24. Week 3 Assignments ï± Attend Webinar â ï± Complete Readings o â10 Things Your Boss Should Be Saying to You / 10 Things You Should Be Saying to Your Bossâ (Blog Posts) o âHow to Give and Receive Feedback (Itâs Not as Easy As You Thinkâ (Blog Post) o âTips on Giving Feedbackâ (Discussion) ï± Engage in Group Discussion (Thursday, March 14 at 2p ET) ï± Submit Reflection to Class Partner by Friday COB ï± Look for next weekâs Email
- 25. Thank You Please send questions or course feedback to Andrew@GovLoop.com S
Editor's Notes
- Welcome - Andy
- Agenda - Andy
- Learning Points:âą Supervisors/managers are required to possess many different skills. With regard to communicating within the performance management process, those skills include:1. Coaching2. Counseling3. Providing feedback4. Active listening5. Providing instruction6. Gathering information7. Reaching an agreement8. Understanding the employee perspectiveâą These skills are all intertwined and will be used in combination anytime supervisors/managers are communicating with their employees.
- Learning Points:âą Reaching an agreement with an employee should confirm his or her commitment. âą Agreements should include what will be completed, who will complete it, and a timetable for completion. âą Agreements lead to consistent expectations between supervisors/ managers and employees.
- Learning Points:âą Reaching an agreement with an employee should confirm his or her commitment. âą Agreements should include what will be completed, who will complete it, and a timetable for completion. âą Agreements lead to consistent expectations between supervisors/ managers and employees.
- Learning Points:âą Reaching an agreement with an employee should confirm his or her commitment. âą Agreements should include what will be completed, who will complete it, and a timetable for completion. âą Agreements lead to consistent expectations between supervisors/ managers and employees.
- Learning Points:Supervisors/managers have certain responsibilities that go beyond using strong communication techniques. In order to be considered effective, supervisors/managers need to:âą Demonstrate daily involvement in employee performance.âą Document all performance-related communications and observations.âą Track progress as it relates to employee goals.âą Maintain an open dialogue with the HR Practitioner.Each of these responsibilities exists throughout the performance management cycle
- Learning Points:One of a supervisorâs/managerâs duties in the performance management process is to be involved in his or her employeesâ pursuit of their job objectives on a daily basis. Supervisors/managers can involve themselvesby:âą Coachingâą Reviewing workâą Providing guidanceâą Listeningâą Offeringmotivation, etc.Often, a supervisor/manager making himself or herself available is enough to reinforce the idea that he or she is there to assist employees
- t Learning Points:âą The cycle for performance management is a year long and provides for only a few formal conversations during that time.âą Because the formal conversations are spread out over the year, it is difficult to remember all of the details. This is why it is important to document all performance-related communications and observations.âą These documents will be used when conducting performance reviews. It is the most effective way to ensure that nothing is omitted from the final review.âą Maintaining good records can illuminate trends in behavior and provide support for decisions. If a supervisorâs/managerâs ratings are challenged at the end of the year, the more information he or she has supporting the decision, the easier it will be to support his or her case. However, because these documents are subject to discovery in litigation, supervisors/managers should not write down information that would embarrass them personally or embarrass DoD as an organization.
- Learning Points:âą One of the benefits of performance management is that supervisors/managers set themselves up to know exactly the type of results they will obtain. There should be no surprises.âą The primary reason for this is because they will be tracking progress throughout the cycle. From the time supervisors/managersset the objectives with the employee until the time they review the product at the end of the cycle, they should be staying abreast of the progress.âą Supervisors/managers can monitor the progress through informal feedback sessions. During these checkups, they should be inquiring as to the progress the employee is making (and coaching or providing feedback as needed). Additionally, they should have at least one formal interim review during the cycle.âą Techniques for fostering communication include:o Schedule monthly check-in.o Schedule team meetings.o Use Outlook Task Manager as a mental jogger.o Monitor employee progress on an assignment.o Post team progress on goals in a shared place or virtual place.
- Learning Points:âą Supervisors/managers are not implementing the performance management process alone. Some of their primary allies are the HR Practitioners.âą As an HR Practitioner, you should be familiar with the performance management process; this makes you a great resource when supervisors/managers run into issues. Anytime they run into a roadblock with one of their employees, they can fall back and seek advice from an HR Practitioner. Sometimes, your removed perspective will offer insight that the supervisor/manager may have missed.âą Additionally, anytime supervisors/managers are dealing with a potential employee problem, they should notify an HR Practitioner. Just as you expect zero surprises in the performance management process, HR expects zero surprises as well.âą It can be easy for supervisors/managers to forget that they have support in their position. But just as supervisors/managers serve as a coach and mentor to their employees, you can provide that support to them. If they donât seek you out for advice, seek them out. âą You are responsible for assisting supervisors/managers in executing the performance management process. You can do this by:o Providing a resource to assist supervisors/managers.o Educating the supervisors/managers to communicate and document throughout the performance management process.o Modeling ideal communication skills for supervisors/managers.
- What do you think is the most common performance management communication problem within your organization?Too little performance feedback from supervisorsAll communication is top-down, rarely bottom-upObjectives are not mutually agreed upon by employee and supervisorOther (Use the interactive chat to share other problems)
- Learning Points:HR Practitioners have a unique set of responsibilities within the performance management process. While you are not responsible for implementing performance management, it is your job to act as a resource for those around you.HR Practitioners act on behalf of the agency to:âą Protect the agencyâs interests.âą Ensure that actions taken are consistent with statute, regulation, and case precedent.âą Understand the authorities for performance management.While working with the supervisors/managers, remember that you are there as a facilitator to the management. You are there to assist the supervisor/manager, not to do their work for them. Some examples of this support include:âą Delivering and interpreting performance management policy to the supervisors/managersâą Helping supervisors/managers address issues that may come up during the performance management processâą Providing counsel and support to supervisors/managersâą Sharing good practices such as documentation with supervisors/managersâą Advising supervisors/managers on proper actionsOne part of protecting the agencyâs interests involves using all of the resources at your disposal. You need to interact with other HR Practitioners. Likewise, you can lean on your peers for assistance. You may be asked to share and find more information with:âą Inquiry and Unemployment Compensation (ICUC)âą Equal Employment Opportunity (EEO)âą Alternative Dispute Resolution services (ADR)âą Employee Relations (ER)âą Employee Assistance Program (EAP)âą Labor Relations (LR)âą Higherlevel managementâą Office of staffingâą Personnel records system
- Learning Points:âą Communication plays a vital role in ensuring the success of the performance management process.âą Despite there being only a handful of formal communications throughout the year, supervisors/managers have plenty of opportunities to offer informal coaching or feedback.âą Messages can lose their meaning between sender and receiver.
- Learning Points:âą Informal coaching and feedback sessions provide the supervisor/manager with an opportunity to modify poor work habits and encourage positive work habits.âą Good communication skills will lower the chances that a message is misunderstood.âą Supervisors/managers need to be able to integrate their employeeâs point of view into their decisions.